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Department Chair Perspectives About Contingent Faculty in Higher Education: Leadership Theory

Department Chair Perspectives About Contingent Faculty in Higher Education: Leadership Theory
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Author(s): Lorna C. Timmerman (Ball State University, USA) and Thalia M. Mulvihill (Ball State University, USA)
Copyright: 2017
Pages: 21
Source title: Handbook of Research on Administration, Policy, and Leadership in Higher Education
Source Author(s)/Editor(s): Siran Mukerji (Indira Gandhi National Open University, India) and Purnendu Tripathi (Indira Gandhi National Open University, India)
DOI: 10.4018/978-1-5225-0672-0.ch017

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Abstract

This chapter examined the increasing reliance on contingent faculty in U.S. higher education as an administrative problem ripe for continued investigation. The specific purpose of this inquiry was to gain a better understanding of the impact of employing contingent faculty from the viewpoint of a departmental chair of a medium-sized Midwestern research university who routinely hired many contingent faculty. Within the context of these interviews, the chair discussed various aspects of his leadership style, his experiences and responsibilities in the job, his organizational philosophies, his departmental vision and his concerns related to the changing landscape of higher education. As Bolman and Deal's (2003) four-frames model suggests, effective leaders draw from all four frames to make the best decisions and to come to the most productive solutions. The results of this examination revealed this leader's propensity for leading with the human resource frame and then blending in the remaining frames when thinking and acting on issues related to contingent faculty.

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